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#AMECWebinar – How Can PR Measurement Benefit Your Business?

To coincide with the launch of the AMEC Education Programme on 30th Jan, we hosted a PR measurement webinar with AMEC and Booz Allen Hamilton, which provided PRs with practical knowledge to effectively measure communications activity and position in the context of an organisation's wider objectives.

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#AMECWebinar – How Can PR Measurement Benefit Your Business?

  1. 1. How can PR measurement benefit your business? Webinar: Deliver meaningful measurement to your next campaign
  2. 2. Welcome & Introduction Jeremy Thompson Gorkana Group & AMEC David Rockland Ketchum & AMEC Chris Foster Booz Allen Hamilton Eloise Munday Defra 2
  3. 3. Agenda Moderator and Introduction Jeremy Thompson, CEO, Gorkana Group Setting goals and using the Valid Metrics framework David Rockland, Partner & MD, Ketchum Global Research & Analytics Choosing KPIs that map to real business objectives that your board will understand Chris Foster, VP, Booz Allen Hamilton Defra case study – how clear social media measurement can benefit an organisation Eloise Munday, Senior Digital Media, Defra Wrap up Q&A 3
  4. 4. Some context • Education is at the heart of AMEC’s work in 2014 • First of a series of webinars highlighting the importance and value of measurement • Sponsored by Booz Allen Hamilton • Supported by Gorkana Group #amecwebinar 4
  5. 5. Growth of PR industry • Signs of recovery and growth in the global economy • Optimism in business markets • Reflected in the PR industry economic growth: – Industry reports all speak of growth Turnover £9.62bn – Global PR Industry up 8% in 2012* Employees 62,000 – UK PR industry forecasts strong growth 2013** *World PR Report 2013, Holmes Report and ICCO **2013 PR Census; PRCA and PR Week; Average Earnings £53,781 2013 PR Census; PRCA and PR Week; 5
  6. 6. Industry challenges and opportunities • Key issues impacting the future of PR: • The rise of digital • Talent acquisition • Reputation management • Measurement Inability to effectively measure impact of PR was identified as a key challenge AFR M… ASIA A… E… W… UK LAT N/A 0 High Asia 18.2% 5 10 15 % of respondents 20 Lo w Latin America 8.3% World PR Report 2013, Holmes Report and ICCO 6
  7. 7. Importance of measurement Where’s the proof? “If we cannot prove the value of what we do, we will never command the fees that we should. The evaluation issue has held our industry back for far too long.” David Gallagher, ICCO President & CEO EMEA, Ketchum Francis Ingham, ICCO Chief Executive World PR Report 2013, Holmes Report and ICCO 7
  8. 8. Findings from the AMEC Business Insights survey supporting industry growth • PR industry growth reflected in the growth of the measurement industry according to the AMEC 2013 Business Insight Study • Clients demanding simplicity and transparency • Integrated social measurement is important • AMEC needs to do more to establish the Barcelona Principles and set standards 8
  9. 9. measurement is evolving David Rockland, Ketchum & AMEC 9
  10. 10. Measurement: Past, Present, and Future 2000 2012 2015 Clip Books… Online Portals… Analytics and ROI • Messy • Cumbersome • Time Consuming • Sleek • User Friendly • Data at the Click of a Button • Linked to Sales • Market Intelligence • Big Data
  11. 11. the Barcelona principles of measurement
  12. 12. Seven Principles of PR Measurement: 2010-2020 1. Importance of Goal Setting and Measurement 2. Measuring the Effect on Outcomes is Preferred to Measuring Outputs 3. The Effect on Business Results Can and Should Be Measured Where Possible 4. Media Measurement Requires Quantity and Quality 5. AVEs are not the Value of Public Relations 6. Social Media Can and Should be Measured 7. Transparency and Replicability are Paramount to Sound Measurement
  13. 13. Measuring communications on three impact levels Outputs Contact/response level Reach, content Frequency Visits Prominence Reader contacts Tonality Message impact Share of voice Journalist inquiries … Impact on media/channels Outcomes Perception/ behavioral level Knowledge, opinions, attit udes Business Results Awareness Comprehension Recollection Recognition Credibility Image changes Recommendations Purchasing intentions ... Revenue/turnover Contracts closed Reputation value Brand value Price-Earnings Ratio Market share Stock price Employee Retention ... Impact on target groups Impact on organizations Business level Added value
  15. 15. Goals: What You Need  Who? What? Goals that translate into business performance How much? By when?
  16. 16. Bad Goal – Good Goal BAD GOAL Drive media coverage GOOD GOAL Through targeted reach outreach, reach 10M target audience members by the end of 2014. Deliver messages in 60% of all coverage. Change the perception from a company that makes computers to a company that is a leader in global business solutions Achieve 65% strategy comprehension in top 3 boxes on pulse survey fielded at end of year. Create “card envy” among affluent consumers in the San Francisco market Increase awareness from 57% to 60% for the credit card brand among the affluent target (HHI $125K+) in San Francisco within campaign timeframe (May 2014-Dec 2014). Set emotional connection with consumers (consideration) By the end of 2009, raise 1st choice consideration (by 5%) of available lens and eyeglass among GenXers, 40 – 45 years old
  17. 17. The Valid Metrics
  18. 18. Valid Metrics: A Simplified Approach to PR and Measurement What Happens What is Measured PR Activity The PR professional creates and tells the story What was created/carried out Intermediary The story is distributed through a third party What was carried by the third party that could impact the target audience (OUTPUTS) Target Audience The story is consumed by the target audience The impact on the target audience (OUTCOMES)
  19. 19. Aligning with the Communication Funnel Awareness Knowledge Interest Preference Action
  20. 20. The Valid Metrics Matrix Awareness Knowledge/ Understanding Interest/ Consideration Preference/ Support Action Public Relations Activity P H A S E S Intermediary Effect (Outputs) Target Audience Effect (Outcomes) Org/ Business Result
  21. 21. The Matrix in Action: Sample Metrics To Measure Visit the AMEC website for the full Valid Metrics toolkit: Awareness P H A S E S Knowledge/ Understanding Interest/ Consideration Preference/ Support Public Relations Activity •Media engagement •Blogger outreach Intermediary Effect (Outputs) •Number of articles •Reach •SOV •Key message alignment •Expressed opinions •Positive sentiment •SoMe fans/followers •Net Promoter Score •Retweets/ Likes/Links •Comments Target Audience Effect (Outcomes) •Unaided/ aided awareness •Knowledge of company/brand/et c. •Brand association •Inclusion in competitive set •Visits/click-thrus to site •Change in attitude •Brand loyalty •Expressed advocacy Action •Sales •Market share •Cost per thousand sold
  22. 22. Choosing KPIs that map to real business objectives that your Board will understand Chris Foster, Vice President, Booz Allen Hamilton 01/30/2014
  23. 23. In today’s complex environment, it is challenging to obtain uniform consensus on Key Performance Indicators (KPIs) 23
  24. 24. The way that stakeholders interact with a company has changed, affecting how we understand, track and measure impact Shift from shareholder to stakeholder centric approach Consumer Consumer Activist Government Company • • • Technology Mobility Education Company Academic Expert/ Practitioner Investor Investor 24 2 4
  25. 25. This changing environment brings unique challenges for companies, requiring a revised toolkit for responding effectively Challenge Response Direct relationship with all stakeholders Understand stakeholder perceptions and needs from a company Inability to control the conversation Understand role as a contributor to the conversation about company and brand Transparency into companies that shines a spotlight on the disconnect between actions and words Make sure actions and words are consistent—do the right thing Need to justify budgets on par with lines of business Quantify outcomes in line with strategic priorities 25
  26. 26. Return On Engagement (ROE) provides a data-driven approach to track and evaluate initiatives aligned to corporate strategic objectives Insights from Return on Engagement enable companies to holistically understand, evaluate and predict performance Internal to Company Stakeholders Dashboard across initiatives ROE Model: Portfolio of Initiatives Strategy drives resource allocation across portfolio and brand & reputation CORPORATE STRATEGY Brand & Reputation Stakeholder Outcomes
  27. 27. ROE provides companies with a powerful tool for informing strategy at the highest level, backed by rigorous analysis Design strategy against stakeholder interests and needs Evaluate the effectiveness of initiative and portfolio adjustments over time based on performance against key metrics Understand what key stakeholders care about at any given time Companies will be able to: Assess and adjust the portfolio of initiatives, as well as resources, according to strategic priorities Collect, track and standardize data over time Understand the impact of individual initiatives 27
  28. 28. evaluating government communications: A case study Eloise Munday, Defra
  29. 29. Government evaluation : the context Evaluation is crucial – need to demonstrate good value to the taxpayer. Practically, if we want money for communications activity need to be able to show that previous work has worked. Just like an agency, we need to justify further investment in our work. • Where we were: piecemeal evaluation (for example, of big campaigns with spend, but not on one off pieces of work done in-house). More money. • What we are working towards: systematic evaluation of all communications activity, no matter size or cost (always a cost as staff time – payable by taxpayer!). Aiming for best possible, not best ever. Shared standards across Government Communications Service. Less money! ROI may seem slightly different, as often harder to work out and prove financial implications – much longer term in behaviour change campaigns (which may span Governments and seem difficult to quantify financially) or may not seem as clear cut, for example with engagement work. Having clear objectives can help. There is often a need to separate non-financial outcomes vs financial outcomes.
  30. 30. How we do evaluation - P.R.O.O.F • Pragmatic – best possible within budget, not best ever. Acknowledge implication of gaps. • Realistic – prove what you can, but acknowledge what you can’t. Over time you can build on knowledge gathered. • Objective – approach evaluation with an open mind, focusing on what didn’t work as well as on what did. Use to refine future strategies & work in iterative way. • Open – record and share as much as possible, develop case studies • Fully integrated - integrate into planning and delivery. Restrospective actions less useful as may not have captured all needed data. This relies heavily on having the right, SMART objectives in place before activity begins. Use iteratively where possible evaluating throughout the planned activity.
  31. 31. Government evaluation outline Objectives • Communications objective (what role does comms have to play in delivering policy?) • Communications sub objectives (relating to different channels or activity – needs to set out what each activity was set up to achieve, and measure of success). Audiences • Intermediary audiences (eg. press, stakeholder bodies). Their activity will influence end audience. • End audience (eg. SME owners) Performance metrics • Input (eg. press releases or tweets sent) • Output (eg. pieces of coverage, impressions) • Out-takes (eg. how many people are aware, how many understand • Immediate outcomes (eg. how many shared the message, clicked on website) • Outcomes (eg. how many filed tax return on time?)
  32. 32. Data Data will come from a number of sources - Activity data (eg re-tweets, page views) Data from partners and stakeholders Existing data sources (eg Government stats, wider data) Market research – often paid for, eg. omnibus surveys, discussion groups, online surveys - Feedback (comment / questions from audiences – could include friendly journalists, stakeholders, looking at replies to tweets) It’s important to plan data sources well ahead of time, and to decide who will collect which data (very important when it comes to partnership working). If possible, benchmarking beforehand is useful. Tracking data – make it continuous, consistent, and comparable.
  33. 33. #ChipMyDog Policy: Change in the law to make microchipping compulsory by April 2016 Communications plan: • Traditional media utilising Ministers and partners / stakeholders • Social media activity with hashtag; encouraging people to share photos and reunification stories; Google map of places to get microchipping done for free; videos • Case studies
  34. 34. #ChipMyDog evaluation case study Objectives • Communications objective Every dog chipped by April 2016 – raise awareness so people get their dog microchipped • Communications sub objectives (1) get people to share message online with key message that microchipped dogs can be reunified more easily; (2) drive people to stakeholder organisations who can organise microchipping; (3) share message that law is changing using print, broadcast and digital media Audiences • Intermediary audiences Press, social media users, animal welfare charities • End audience Dog owners and their friends and family Performance metrics • Input Tweets sent, press notices, calls, visits, digital content, meetings • Output Pieces of coverage, impressions, replies to SM posts, hashtag used over 2000 times, RTs from key influencers we’d contacted • Out-takes Key message penetration, sentiment of SM, stakeholder conversations • Immediate outcomes Enquiries to database provider doubled, sharp rise in website visits (Defra and partners), 65,000 views of google map, number of shares and RTs, queries on SM, case studies came forward with reunification stories • Outcomes 125,000 dogs chipped in 2013 vs 30,000 in 2012 (so far….)
  35. 35. Data - Activity data Press cuttings, hits to online sources, social media activity. Newspapers and broadcasters, as well as websites, will often give you their readership / listening figures if you ask which makes your evaluation more accurate - Data from partners and stakeholders Dogs Trust and Pet Log - Existing data sources N/A in this case - Market research N/A in this case – but could be used nearer the time - Feedback Regular and frank discussions with partners, spoke to journalists, feedback from social media activity. Use this to constantly tweak messaging in an iterative process Deciding who will track what data – building relationships with partners and stakeholders was invaluable in this case, and made this process smooth with regular meetings and conversations Tracking data – continually track coverage and social media activity, and talk to partners regularly to check in on data – especially as the work will continue until 2016
  36. 36. Questions? 37
  37. 37. Key takeaways • Setting goals is key. If you can’t write goals, you can’t do measurement David Rockland, Partner & MD, Ketchum Global Research & Analytics • At the core of what are we trying to drive from communications strategy is engagement. As such, we need to be sure to effectively measure it so we can support KPIs Chris Foster, VP, Booz Allen Hamilton • Flexibility and working iteratively is vital in big pieces of comms work. Planning evaluation into your activity from the start - and allowing for change in your evaluation plan - can allow you to do this so much more effectively Eloise Munday, Senior Digital Media, Defra • Measurement needs to be at the heart of your PR programme to secure the investment needed in this channel Jeremy Thompson, CEO, Gorkana Group 38
  38. 38. Join experts from around the world! • • • • 2014 AMEC International Summit on Measurement. The world’s biggest event on PR measurement. Top speakers…outstanding knowledge share. Register now! @amecorg